How identity leadership at various university hierarchy levels shapes researchers’ well-being and performance Article Swipe
Benedikt E. Kratzer
,
Sebastian Bänfer
,
Niklas K. Steffens
,
Rolf van Dick
·
YOU?
·
· 2025
· Open Access
·
· DOI: https://doi.org/10.1177/17411432251396677
YOU?
·
· 2025
· Open Access
·
· DOI: https://doi.org/10.1177/17411432251396677
In the competitive world of academia, maintaining a productive and healthy life as a researcher is a significant challenge. This paper argues that identity leadership that focuses on fostering shared social identity (a sense of “we” and “us”) contributes meaningfully to researchers’ well-being and productivity. In a field study of 481 early and mid-career researchers (PhD researchers and postdocs) in Germany, academic supervisors’ identity leadership significantly contributed to better team performance (number of publications, reviews, successful funding proposals, presentations), as well as individuals’ OCB, innovation, and well-being (job satisfaction, reduced burnout). As hypothesized, supervisors played a central role, but identity leadership from senior administrators (head of unit, dean, university president) also contributed to these outcomes. Mediation analyses revealed that supervisors’ identity leadership exerted indirect effects through team identification, and to a lesser extent through trust in the leader. These findings show that academic leaders who cultivate shared identity can not only protect researchers’ well-being but also promote their productivity and innovation.
Related Topics
Concepts
Identity (music)
Hierarchy
Sociology
Public relations
Shared leadership
Social identity theory
Mediation
Productivity
Identity management
Leadership
Leadership studies
Identity formation
Social psychology
Field (mathematics)
Organizational identity
Educational leadership
Servant leadership
Management
Leadership style
Leadership development
Authentic leadership
Psychology
Competitive advantage
Social identity approach
Transactional leadership
Cross-cultural leadership
Cultural identity
Political science
Metadata
- Type
- article
- Language
- en
- Landing Page
- https://doi.org/10.1177/17411432251396677
- OA Status
- hybrid
- References
- 82
- OpenAlex ID
- https://openalex.org/W7106744128
All OpenAlex metadata
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https://openalex.org/W7106744128Canonical identifier for this work in OpenAlex
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https://doi.org/10.1177/17411432251396677Digital Object Identifier
- Title
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How identity leadership at various university hierarchy levels shapes researchers’ well-being and performanceWork title
- Type
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articleOpenAlex work type
- Language
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enPrimary language
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2025Year of publication
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2025-11-26Full publication date if available
- Authors
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Benedikt E. Kratzer, Sebastian Bänfer, Niklas K. Steffens, Rolf van DickList of authors in order
- Landing page
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https://doi.org/10.1177/17411432251396677Publisher landing page
- Open access
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YesWhether a free full text is available
- OA status
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hybridOpen access status per OpenAlex
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https://doi.org/10.1177/17411432251396677Direct OA link when available
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Identity (music), Hierarchy, Sociology, Public relations, Shared leadership, Social identity theory, Mediation, Productivity, Identity management, Leadership, Leadership studies, Identity formation, Social psychology, Field (mathematics), Organizational identity, Educational leadership, Servant leadership, Management, Leadership style, Leadership development, Authentic leadership, Psychology, Competitive advantage, Social identity approach, Transactional leadership, Cross-cultural leadership, Cultural identity, Political scienceTop concepts (fields/topics) attached by OpenAlex
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0Total citation count in OpenAlex
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| abstract_inverted_index.extent | 132 |
| abstract_inverted_index.lesser | 131 |
| abstract_inverted_index.played | 94 |
| abstract_inverted_index.senior | 102 |
| abstract_inverted_index.shared | 29, 146 |
| abstract_inverted_index.social | 30 |
| abstract_inverted_index.(number | 71 |
| abstract_inverted_index.central | 96 |
| abstract_inverted_index.effects | 124 |
| abstract_inverted_index.exerted | 122 |
| abstract_inverted_index.focuses | 26 |
| abstract_inverted_index.funding | 76 |
| abstract_inverted_index.healthy | 10 |
| abstract_inverted_index.leader. | 137 |
| abstract_inverted_index.leaders | 143 |
| abstract_inverted_index.promote | 156 |
| abstract_inverted_index.protect | 151 |
| abstract_inverted_index.reduced | 89 |
| abstract_inverted_index.through | 125, 133 |
| abstract_inverted_index.Germany, | 60 |
| abstract_inverted_index.academic | 61, 142 |
| abstract_inverted_index.analyses | 116 |
| abstract_inverted_index.findings | 139 |
| abstract_inverted_index.identity | 23, 31, 63, 99, 120, 147 |
| abstract_inverted_index.indirect | 123 |
| abstract_inverted_index.revealed | 117 |
| abstract_inverted_index.reviews, | 74 |
| abstract_inverted_index.“we” | 35 |
| abstract_inverted_index.Mediation | 115 |
| abstract_inverted_index.academia, | 5 |
| abstract_inverted_index.burnout). | 90 |
| abstract_inverted_index.cultivate | 145 |
| abstract_inverted_index.fostering | 28 |
| abstract_inverted_index.outcomes. | 114 |
| abstract_inverted_index.postdocs) | 58 |
| abstract_inverted_index.“us”) | 37 |
| abstract_inverted_index.challenge. | 18 |
| abstract_inverted_index.leadership | 24, 64, 100, 121 |
| abstract_inverted_index.mid-career | 53 |
| abstract_inverted_index.president) | 109 |
| abstract_inverted_index.productive | 8 |
| abstract_inverted_index.proposals, | 77 |
| abstract_inverted_index.researcher | 14 |
| abstract_inverted_index.successful | 75 |
| abstract_inverted_index.university | 108 |
| abstract_inverted_index.well-being | 42, 86, 153 |
| abstract_inverted_index.competitive | 2 |
| abstract_inverted_index.contributed | 66, 111 |
| abstract_inverted_index.contributes | 38 |
| abstract_inverted_index.innovation, | 84 |
| abstract_inverted_index.innovation. | 160 |
| abstract_inverted_index.maintaining | 6 |
| abstract_inverted_index.performance | 70 |
| abstract_inverted_index.researchers | 54, 56 |
| abstract_inverted_index.significant | 17 |
| abstract_inverted_index.supervisors | 93 |
| abstract_inverted_index.meaningfully | 39 |
| abstract_inverted_index.productivity | 158 |
| abstract_inverted_index.hypothesized, | 92 |
| abstract_inverted_index.productivity. | 44 |
| abstract_inverted_index.publications, | 73 |
| abstract_inverted_index.satisfaction, | 88 |
| abstract_inverted_index.significantly | 65 |
| abstract_inverted_index.administrators | 103 |
| abstract_inverted_index.individuals’ | 82 |
| abstract_inverted_index.researchers’ | 41, 152 |
| abstract_inverted_index.supervisors’ | 62, 119 |
| abstract_inverted_index.identification, | 127 |
| abstract_inverted_index.presentations), | 78 |
| cited_by_percentile_year | |
| countries_distinct_count | 0 |
| institutions_distinct_count | 4 |
| citation_normalized_percentile |